Episode Overview

Podcast: Leading Organizations That Matter
Host: Rey Spadoni
Episode: 87 – "You've just been asked to become Interim CEO. Now what?"
Date: October 14, 2025

In this concise solo episode, Rey Spadoni addresses a scenario often faced by leaders in mission-driven, nonprofit health care, and social service organizations: being unexpectedly tapped to serve as Interim CEO. Drawing from his own personal experience as both a full-time and interim CEO, Spadoni explores the critical first questions to ask, the nuances of interim leadership roles, and strategic approaches to succeeding (or surviving) in this unique position.

Key Discussion Points & Insights

1. Clarify Your Intentions with the Role

• Right place, right time: Spadoni notes he became interim CEO by being perceived as the right person at the moment rather than by seeking the role. (00:33)

• Be upfront about your interest:

  • Decide if you want to be considered for the permanent CEO position.
  • Communicate your intentions to the board early for clarity on both sides.

  "Be clear on whether you would like to be considered a candidate for the permanent role or not ... I recommend being upfront about this right from the get go."
  – Rey Spadoni (01:08)

2. Understand the Board’s Expectations

• Boards may have varying, often unspoken, needs from an interim CEO. Spadoni breaks down expectations into two main types:

A. Seat Warmer ("Do No Harm" Approach)

• Facilitate meetings.
• Communicate steadily with the board.
• Avoid surprises.
• Convey calm.
• Maintain the status quo and "do no harm".

"Do they want you to facilitate senior management meetings ... and essentially do no harm?"
– Rey Spadoni (02:08)

B. Acting CEO ("Lead and Advance" Approach)

• Continue to drive organizational goals.
• Tackle difficult decisions and conflicts.
• Exhibit genuine leadership and possibly make unpopular choices.

"Or do they want you to actually continue to advance the goals of the organization, make difficult decisions, ... and truly lead?"
– Rey Spadoni (02:33)

• Spadoni stresses the importance of knowing which of these modes the board expects, pointing out many boards aren't clear themselves until prompted.

  "Just the mere fact that you bring up this question can help them think it through and decide if they're not sure. Many boards are not."
  – Rey Spadoni (03:01)

3. Navigating the "Seat Warmer" Role

• If asked merely to keep things steady:

  • Push for an expedient and committed search for the permanent CEO.
  • Recognize that transitioning into a decisive or transformational role later will be difficult.
  • Only take on this role if you don’t want the permanent job yourself.

  "If the board's asking you to keep the seat warm, ... should it ever be necessary, it's going to be hard for you to pivot to hardcore decision making mode."
  – Rey Spadoni (03:17)

4. Operating as a Full Acting CEO

• If expected to truly lead:

  • Board support is crucial, especially against internal resistance (even from the senior team).
  • Prepare the board to "have your back" in the event of conflict or unpopular decisions.
  • Without clear, ongoing board backing, Spadoni cautions against taking the position.

  "There could be some in the organization ... who are not going to want you to succeed for whatever reason... To prevent end runs to the board ... you are going to need to prepare the board in advance to have your back. If you can't get this type of support and commitment up front, I'd be very hesitant to take on such a role."
  – Rey Spadoni (05:01)

5. Plan Ahead to Prevent Trouble

• Spadoni emphasizes proactive negotiation and expectation-setting to avoid organizational or personal hardship later.

  "This is one of those situations where some careful planning up front can prevent a world of hurt down the line."
  – Rey Spadoni (06:04)

Notable Quotes & Memorable Moments

• On the awkwardness of assuming the interim role:

  "In all three cases I didn't actually seek the role. Rather, I was perceived as being the best person in that moment ... Right place, Right Time." (00:33)

• On the core initial question:

  "Be clear on whether you would like to be considered a candidate for the permanent role or not ... I recommend being upfront about this right from the get go." (01:08)

• On board expectations:

  "There are shades of gray here, but you're going to want to know which side you're mostly on." (01:54)

• On proactive communication and support:

  "This is one of those situations where some careful planning up front can prevent a world of hurt down the line." (06:04)

Timestamps for Important Segments

• 00:33 – Spadoni’s own path to interim leadership roles.
• 01:08 – Importance of stating your interest in the permanent role.
• 02:08–02:33 – The two sides of interim CEO expectations: seat warmer vs. acting leader.
• 03:01 – Encouraging board clarity on what they want.
• 03:17 – Dangers of a seat warner trying to shift into a decision-maker.
• 04:23-05:35 – Navigating office politics and ensuring board support for an acting interim CEO.
• 06:04 – The value of upfront planning.

Closing Thoughts

Spadoni closes by emphasizing the necessity of proactive dialogue and clear plans when stepping into an interim CEO role, both to safeguard yourself and the organization. His advice applies to both aspiring leaders and boards, underlining leadership as a matter of intentionality, transparency, and adaptability.